1.SWE 12 NATIONAL CONFERENCE Jill Almaguer, PE, MBA, PMP Carla Fair-Wright, PMP, CSQE Strategies for Successful Engineering Management

2. Learning Objectives Introductions Experiential Learning Q&A Evaluation Agenda 3. LEARNING OBJECTIVES To understand the importance of Project Management Provide tools and techniques to improve the overall management of a project Help participants manage projects more efficiently & effectively Share lessons learned and best practices 4. JILL ALMAGUER, PE, MBA, PMP Registered Professional Engineer in Texas for over 20 years (B.S. in Bioengineering from TAMU) Managed large projects at HP, Agilent Technologies, Texas Medical Center, Harris Health System, SWE Experience in healthcare, IT, telecom, semi-conductors, education, energy Adjunct Faculty, DeVry University Certified Project Management Professional, member PMI President, Society of Women Engineers Houston Area Section 5. CARLA FAIR-WRIGHT, PMP, CSQE President and CEO, Optimal Consulting LLC Certified Software Engineer over 20 years (B.S. in Computer Science) Managed projects for Shell, BP, Pitney Bowes, CNPC, USAF, Cameron, SWE Experience in IT, Reliability Maintenance, EAM, public safety, energy Certified Project Management Professional Past President, Society of Women Engineers Houston Area Section 6. 2009 SOUTH-W ESTERN, CENGAGE LEARNING Slide 1-6 Factors Constraining Project Success 7. Challenges of Engineering Projects The complexity of large engineering projects has led to the abandonment of many expensive projects and led to highly impaired implementations in other cases. Yaneer Bar-Yam, New England Complex Systems Institute Constraints and Dependencies People and Technology Evolutionary Process 8. What Is Project Success? R. Ryan Nelson, University of Virginia 9. Obstacles to Effective Leadership Personal agenda Micromanaging Failure to act Fear and self doubt 10. Leadership Models 11. Leading and Directing: Staff training, supervising, delegating, motivating, counseling and coordinating Planning: Deciding what needs to happen in the future (today, next week, next month, next year, over the next five years, etc.) and generating action plans Organizing and Staffing: making optimum use of resources required to successfully implement plans including structure and job analysis, recruitment, and hiring for appropriate jobs Controlling: Checking progress against plans 4 Functions of Management vs. Project Management 12. Planning is an essential part of project management. The project plan is a roadmap with milestones. The first step is to define the project objective (destination or deliverable). The objective must be specific, measurable, attainable, realistic and time bound (SMART). The objective is usually defined in terms of scope, schedule and cost. The project objective should be clear and concise and agreed to by the team and sponsor at the beginning of the project. Develop a baseline plan: Divide and subdivide the project Define the specific activities to be performed Graphically portray the activities in a network diagram Make a time estimate for how long it will take to complete each activity Make a cost estimate for each activity Calculate a project schedule and budget. Determine if project can be accomplished within time, funds, and available resources. Planning 13. 2009 SOUTH-W ESTERN, CENGAGE LEARNING Slide 1-13 ORGANIZING AND STAFFING: Project Life Cycle Effort 14. Monitor progress : Measure actual progress; compare it to planned progress Track which activities have been started and/or completed & when How much money has been spent Compare on a timely and regular basis Take corrective action to get back on track A regular reporting period should collect: Data on actual performance Information on any changes in scope, schedule, and budget Data should be collected and used to update the schedule and budget Compare updated schedule and budget to the baseline and analyze Shorter the reporting period, better the chances of identifying problems early and taking effective corrective actions Controlling the Project 15. SOURCE: HTTP://WWW.MY-PROJECT-MANAGEMENT-EXPERT.COM/PROJECT-MANAGEMENT- MATURITY-MODEL.HTML The Project Management Maturity Model (PMMM) has five levels. Level 1: Common Language Level 2: Common Processes Level 3: Singular Methodology Level 4: Benchmarking Level 5: Continuous Improvement Project Management Maturity Model 16. Project vs. Matrix Teams (Leadership) Define roles and responsibilities clearly Agreement between the functional and project manager on roles and responsibilities Shared performance goals and metrics 17. Common Problems in Project Teams Lencioni's Five Dysfunctions of a Team 1. Absence of trust 2. Fear of conflict 3. Lack of commitment 4. Avoidance of team accountability 5. Inattention to team objectives 18. The Role of the Project Manager Focus on collective Outcomes Confront Difficult Issues Force clarity and closure Mine for conflict Go First 19. Effective Global Teams / Virtual Teams Challenges Differences in Work Norms and Behaviors Violations of Respect and Hierarchy Fluency (accents and vocabulary) 20. RESPONSIBILITY MATRICES Responsibility Matrix (RM) Also called a linear responsibility chart. Summarizes the tasks to be accomplished and who is responsible for what on the project. Lists project activities and participants. Clarifies critical interfaces between units and individuals that need coordination. Provide an means for all participants to view their responsibilities and agree on their assignments. Clarifies the extent or type of authority that can be exercised by each participant. COPYRIGHT 2006 THE MCGRAW -HILL COMPANIES. ALL RIGHTS RESERVED. McGraw- Hill/Irwin 420 21. RESPONSIBILITY MATRIX FOR THE CONVEYOR BELT PROJECT COPYRIGHT 2006 THE MCGRAW -HILL COMPANIES. ALL RIGHTS RESERVED. McGraw- Hill/Irwin 421 FIGURE 4.10 22. HTTP://WWW.WIZIQ.COM/TUTORIAL/16-INTRODUCTION-TO-SCRUM-AGILE-PROJECT-MANAGEMENT Coined in 2001 by the Agile Manifesto Used primarily in software development projects The premise of the Agile method is that a team of cross- functional professionals works closely together to develop, test, and implement the software in small steps called iterations. The iterations are short in time and may last only a day, a week, or a month. In the Agile process, the project team is focusing on just getting a small component of the larger project completed and then moving on to the next iteration. The management of the project is different from traditional scheduling methods in that a project manager isnt scheduling out the entire project at the outset. Typically, activities have dependencies and dont start until one activity has ended. The Agile Process 23. Next Steps Please fill out online evaluation for session Thank you for coming and hope you enjoy WE 12 in Houston! FY13 SWE Houston Area Section Theme: A Year of ENRG - Encourage Networking Recognition and Growth Next SWE Houston Area activities: November - Professional Development meeting at BP December Ten Thousand Villages Holiday Networking Fundraiser 24. Please visit us at SWEHouston.org or Stop by the Houston Area Section Table at the SWE Boutique Jill Almaguer, PE, MBA, PMP, President@SWEHouston.org Carla Fair-Wright, PMP, CSQE, fair@opc-houston.com